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Labor productivity in the enterprise: measurement, analysis and improvement. How to improve the efficiency of the enterprise? What needs to be done to increase productivity

The percentage of "workaholics" among IT professionals is incredibly high: they can discuss the solution of a problem for hours, sit at the computer for days, go on vacation for years, moving from project to project. However, this asceticism for some reason may not affect the efficiency of the IT department team in any way.

Increasing the efficiency of the work of personnel is a matter of concern for almost every head of the IT service - from a small company to an industrial giant. The personnel motivation system is often built by trial and error, and the number of errors is quite large. How to optimize motivational models? How to make people want to work in this particular organization, to work to achieve a business result?

In IT services, a situation often arises when people are well motivated to work on a project, understand the goals and objectives of the work, clearly see horizons, realize areas of responsibility and work with full dedication. In everyday work, the picture is often significantly different: people do not think about the ultimate goals of their work, do not feel an incentive to do it as well as possible. It turns out that the team goes through the sprint distances quickly and smoothly, but the achievements at the stayer distances look much more modest. Since managers are often unable to reverse the situation, the search for external factors of influence begins. Any explanations are used - from the general state of the Russian economy, which, like an ocean in a drop, is reflected in the organizational features of individual companies, to the specifics of the Russian mentality, which, of course, sometimes allows you to "go fast", but only due to the fact that before this is “harnessed” for a long time and slowly. However, no matter how reassuring and reliable the explanation may look, it does not solve the problem.

In order to understand the reason for this phenomenon, it is necessary to consider the real, and not the declared, organizational principles of the company in general and the IT department in particular.

Formula for success

They think about creating or improving a motivation system when it becomes necessary to increase the efficiency of employees, in a more rational use of labor resources. Often, managers describe the problem something like this: “People work wonderfully, love their profession - to the point that they are ready to give the company and their personal time, working overtime on their own initiative. They are good professionals. But in general, the IT service does not work as efficiently as it could be, time and labor resources are used irrationally.” Often the feeling of inefficient use of labor resources arises on an intuitive level and is not supported by any indicators. Managers often see a way out of this situation by changing the system of staff motivation, which, as a rule, means an increase in salary.

“Improving the performance of a company or its division is not limited to the creation of motivational schemes. The effectiveness of people's work depends not only on motivation, so it is necessary to consider it in combination with other significant factors of influence. The approach to creating an effective system of personnel work that we practice is quite often used in the West, but has not yet become widespread in Russia,” says Dmitry Voloshchuk, consultant in the “Personnel Performance Management” direction of Ecopsy Consulting.

Within this approach, efficiency is considered as a derivative of three elements:

Efficiency = competence / organizational barriers x motivation,
where competence is professional knowledge and skills (and in the case of an employee in a leadership position, also managerial skills). Leadership qualities are an important component of the competence of IT service employees, since in a business environment, a significant part of which is organized according to the project principle, most specialists from time to time take a managerial position - a project manager, head of a project office, etc.;

motivation - a system of material and non-material incentives, based on the values ​​and orientations of people;
organizational barriers are attitudes and features of the organizational structure that prevent people from working with full dedication for the good of the company. These can be inorganic work rules, standards that make it difficult for employees to work, gaps in the organizational structure, the lack of regulations and procedures - for example, procedures for responding to problem situations, and so on.

Based on the formula, it is possible to consider the activities of employees in three dimensions - professionalism, motivation and corporate environment. “In order to understand the degree of efficiency of the unit, you need to look at what point in this three-dimensional coordinate system it is: how great is the competence and motivation, and what are the organizational barriers. Only after that it is possible to draw a conclusion about what steps need to be taken to improve efficiency,” says Dmitry Voloshchuk.

The level of professionalism of IT professionals can be measured using professional tests or based on the assessment of the line manager. The situation is more complicated with their managerial skills and competencies - often IT specialists do not receive any training in managerial skills and implement their managerial functions based on their own ideas about them. Moreover, the situation is widespread when the best IT specialist becomes the head of the IT service, regardless of whether he has the makings and skills of a leader or not.

Organizational barriers in different companies are very individual. Endless mandatory memos that need to be written for any reason, complicated procedures for coordinating actions, outdated corporate standards, and much more can hold back the development of an organization. “It is difficult for people to look at their activities from the outside and take steps to optimize them - there are so many current operational priorities and there is absolutely no time for a critical review. As a result, the importance of organizational barriers is often underestimated. Meanwhile, experience shows that simple steps to improve business processes can free up 20-30% of employees' useful time, says Dmitry Voloshchuk. “In addition, if a person is engaged in ‘monkey labor’, it demotivates him.”

Theory and practice

Roman Zhuravlev: “The practices of managing IT services in companies do not form any system.” Like any other process in the IT management system, personnel management must have clearly defined goals that are clearly related to the goals of the IT department, agreed, in turn, with company goals and priorities. To achieve these goals, tasks, main activities, procedures should be defined. Responsibility for the implementation of both individual procedures and the process as a whole should be distributed. The necessary resources must be allocated, the availability of the necessary competencies must be ensured. It is desirable to identify and learn how to evaluate measurable indicators of the effectiveness of the personnel management process. It is important that the activities of personnel management include the phases of planning, execution, evaluation and improvement.

“As a rule, the practices of managing IT services in companies do not form any system,” says Roman Zhuravlev, director of the IT training department at IT Expert. - Processes, if identified, interact inefficiently. The goals of the IT service are not defined or are not related to the goals of the company. The main activities in the field of personnel management are carried out, according to him, something like this:

* planning: quantitative - within the limits of the staff expansion quota, as a rule, annually. Quota calculation is not based on anything. In the field of education - within budgets - on the one hand, vague ideas about the prospects for infrastructure development - on the other.
* recruitment: sources are not systematized. The activity of the corresponding department at the company level does not give results when it comes to IT staff. Professionally-oriented selection is conducted haphazardly. Selected on the basis of an expert assessment of the heads of IT departments, employees are sent "to the staff" for registration and formal checks.
* training: in full accordance with the planning, that is, randomly. (A detailed calendar plan can be not only drawn up, but also observed. However, the question “Why are these people and these programs in it?” Belongs to the category of rhetorical questions.)
* motivation: employees involved in projects are financially motivated to complete the project on time. Employees involved in operating activities are motivated to retain as part of a corporate-wide motivation program (salary, bonuses, “social package”). The CIO gets involved in this on special occasions, such as a key employee's attempt to leave the company.

The described practices are not at all similar to the recommendations set out in modern IT management models, such as COBIT, MOF, which determine the need for effective personnel management, including planning, selection, training, development, motivation, rotation and dismissal. The reasons for this discrepancy, according to Roman Zhuravlev, are:

* low level of maturity of management processes in most Russian companies;
* uncertainty of the status and goals of the IT service in the company;
* insufficient training of heads of IT services in the field of management;
* lack of adapted methods of personnel management, taking into account the specifics of IT services.

“Under such conditions, in most cases there is no practical need to ‘optimize motivational models’. They will remain models,” says Roman Zhuravlev.

“The most important thing is to build a motivation system for a particular person into the overall goal-setting system of a company (or a division, if we are talking about an IT service), - says Elena Sharova, Deputy Director of the Department of Corporate Management Systems at IBS. - Each individual employee must understand his role in the overall “working mechanism” and see his contribution to the overall success. And the motivation scheme should be directly related to the achievement of the business goals of the unit and the company as a whole.

In the process of setting the general strategic goals of the company, they are decomposed to the level of individual performers. Each employee must, on the one hand, have a list of clear goals and objective criteria for achieving them, and on the other hand, see how his work contributes to the overall success. All this creates the most important psychological effect - a sense of belonging to a great cause. Without it, it is almost impossible to interest an employee.

It is very important that the rules of the game are initially set, not only in terms of motivation, but also the organization of work in general. It is necessary to clearly fix what are the areas of responsibility of employees, how we work, how we communicate, how and who will control the work, how we will punish. The rules of work (and the rules of motivation in particular) should not be a "black box" - they should be transparent and understandable. The less subjectivity, the better.”

sources of inspiration

Elena Sharova: “Each individual employee must understand their role in the overall “working mechanism.” In order to build an effective management and motivation system for the IT service, Roman Zhuravlev emphasizes, it is important:

* clearly formulate the goals of the activity - the IT service as a whole, its individual divisions, individual performers. Coordinate high-level goals with the company's management, bring them to the attention of employees;
* make reinforcements dependent only on the explicit results of IT activities. Rewards for other people's success do not stimulate you to work better. Bonuses and other incentives based on company performance may contribute to the loyalty of IT employees, but not to improve the quality of work;
* determine the intermediate points for evaluating activities - semantic or temporal. The year-end bonus encourages better work in December. The results of interim assessments should be prompt and visible. The first quarter good performance bonus paid in September is seen as a late payment;
* make the system of management and motivation adequate to the complexity of the organization, ensuring simplicity, fairness and accuracy of assessments. Take into account the features of different ways of managing activities. Use data from automation systems for IT management activities (records of work performed, reports, protocols, etc.);
* remember that IT employees are different. A user support operator, a programmer and a network engineer have different personality traits, prefer different objects of activity, organize their work in different ways ... And an effective management and motivation system should take into account these differences;
* Provide opportunities for professional growth. For IT professionals, it is usually a priority for a career. The possibility of training ensures the relevance of the professional level, the maintenance and improvement of qualifications;
* Try to establish effective communication with the HR department. Often he doesn't help the CIO because neither party understands what the common challenges are, not because those challenges don't have solutions.

Bread, knowledge, spiritual atmosphere!

“If we compare the entire motivation system with an iceberg, then salaries, bonuses and other material benefits are what lies on the surface, what is visible and relatively easy to compare,” says Nadezhda Shalashilina, HR director of the Lanit group of companies. “But non-material motivation is the very underwater part of the iceberg, which is much larger and deeper, and you can’t immediately see it, although it makes up most of the block.”

However, so far for most people the main motivating factor is material motivation. But this factor, according to Elena Sharova, needs to be subtly and competently worked on: “Financial compensation is not just a purchase of a person’s qualifications, it should motivate him to achieve specific goals and stimulate him to grow. The often occurring “ritual” salary increase annually by a certain percentage does not in any way motivate to achieve success. Employees perceive it as a fact and do not see the connection between the increase in wages and the growth of their qualifications. And more capable employees are not motivated for rapid professional growth, because they do not see how their earnings depend on the quality of work. Thus, an objective assessment (in monetary terms) of the employee's abilities should be formed taking into account the employee's contribution to the achievement of project goals (if we are talking about project management) and the opportunities for his professional growth.

One of the effective mechanisms of material motivation is the certification of personnel. During the certification process, the employee agrees on goals for the year related to professional and career growth. In the certification form, not only his duties are recorded, but a development plan - in which new role you need to try yourself, what skills and competencies you need to develop in order to step to a new level. Work goals for the year lay the foundation for the development of certain skills. The growth of qualifications, the development of skills and competencies is followed by a change in compensation.

The second tool for building motivational schemes is motivation by goals. “Goals must be clear, and clear indicators of their achievement must be set so that there are no discrepancies,” emphasizes Elena Sharova. - The principle is that a better result guarantees a greater reward. There is always a bonus fund. It is only necessary to give meaning to the bonuses that are traditionally issued in different companies annually, quarterly or monthly, you need to tie them to the achievement of specific goals. This mechanism should not be a “black box”, but should be clear and objective.”

“Given the indisputable importance of the monetary factor, in my opinion, non-material motivation is the most reliable way to retain highly qualified specialists, especially in the face of a shortage of personnel and a rapid increase in wages,” says Nadezhda Shalashilina. “And all because it is non-material motivation that gives people common values ​​and goals, passion for their work, opportunities for development and self-realization, recognition and real pleasure from work.”

In the IT industry, by all accounts, the main factor of non-material motivation is professional and career growth. Therefore, it is necessary to plan how the employee will grow both professionally and career-wise, for the perspective of two or three years, says Elena Sharova. “This is where the performance appraisal tool comes into play again,” she continues. - It is during the appraisal (if it is an operating, and not a formal procedure in the company) that the goals of the employee's personal growth are developed and they are coordinated with the general goals of the company.

To ensure consistency between the strategic goals of the company and the goals of individual employees, IBS has adopted a “top-down” approach to appraisal - first the management, and then down the job ladder. Thanks to this, the general goals of the top level are decomposed into the specific goals of each employee. In accordance with the work goals, the employee is set development goals - what needs to be learned, what to master. Moreover, in order to show the employee development opportunities, we always set somewhat more ambitious goals in the certification than are required by qualification. This stimulates and motivates him to develop, gives confidence that he has many prospects and has the opportunity to constantly learn new things.”

Among other important factors of non-material motivation, one can note the importance of the leader's personality. “Obviously, the leader and the atmosphere he creates in the team mean a lot - the mission of the company is transmitted through the leader, he must inflame hearts. But still, the organizational structure, especially if we are talking about industrial scale, should not be based on the personality of the leader, but, first of all, on a certain culture, regulations, rules of interaction and development plans,” Elena Sharova believes.

According to a survey conducted by Ecopsy Consulting on the topic “What keeps talented employees in the company in the first place?” 91%) turned out to be the personality of the immediate supervisor. The high level of income did not rise above the third step (16.42%). “People remain people. The material component is important, but the conditions are more important - professional and personal. No one is ready to work with people who are unpleasant for themselves and pour water from empty to empty, - sums up Dmitry Voloshchuk. - The topic of non-material motivation by Russian companies is still poorly mastered, largely due to the fact that the potential of material motivation has not been used up. The competition for specialists is largely due to this resource. But since we are already in a situation where candidates form the market, and the demand for them is much higher than the supply, the issue of non-material motivation will be acute in the coming years. When wages reach the ceiling, other resources will be sought. And here the Russian market will follow the Western path: most likely, it will be a motivation that is costly for the company, but is given to employees in the form of intangible benefits: a social package, the possibility of free education and recreation, payment for a number of family needs - life insurance, payment for children's education and etc. These practices are well developed in the West and will soon be actively implemented in Russian companies.”

How to make the secret clear

The development of a motivation system for each company is individual, it depends on many internal and external factors. “When creating a motivation system, it is necessary, first of all, to find out the internal attitudes of people and how their own goals are related to the goals of the company,” emphasizes Dmitry Voloshchuk, consultant at Ecopsy Consulting. - At the moment when a system of motivation for operational activities is being developed, it is very important to understand, on the one hand, what the company expects from employees and what it is ready to motivate them for, and on the other hand, what people expect from the company.

If the system motivates for one thing, and people expect another from the company, then the motivation system will not work because it is not suitable for these specific people. And vice versa - motivational schemes should be adequate to the company's expectations from the staff. If a company expects teamwork from a department, but the motivation system is aimed at encouraging the manifestation of individual qualities, not taking into account how a person is involved in teamwork and works for a common result, a cohesive team will not work out.

The internal attitudes of people are a difficult area to identify. They are made up of social, group and individual preferences, goals and traditions. But, despite all the variety of internal motives, some characteristic features inherent in IT professionals can be identified.

Life from project to project

Nadezhda Shalashilina: “Non-material motivation is the underwater part of the iceberg.” When selecting employees, managers sympathize with like-minded people. As a result, over time, the team is made up of people with the same way of thinking. Along with the obvious advantages, this approach has some disadvantages.

Today, the leaders of companies and their divisions in the vast majority of cases are people aimed at constant professional and career growth, and the IT sector, as already noted, is distinguished by the fact that professional growth has priority. Each next step of professional growth, as a rule, correlates with participation in any project. Accordingly, many IT professionals have developed design thinking. Becoming leaders, they select employees with similar business qualities. If the work of the IT department in such a situation is organized according to the project principle, it will be very effective, especially in a dynamically developing company. But if the current operational activities of employees are not marked with clear time periods and clearly described goals, people on this “plain” quickly begin to lose their zest for life and soon set off in search of new Everests. “The daily activities of such employees can be organized in the form of mini-projects, with clear goals and a clear system for evaluating results,” says Dmitry Voloshchuk. “Motivation should be built in such a way that people see clear guidelines and realize what it will mean for them to achieve or not achieve their goals.”

Design thinking is fraught with another danger. People who are accustomed to project work consider it necessary to get involved in the implementation of as many projects as possible, regardless of the real possibility of completing them. The main indicator of professional failure, they consider the rejection of the project. Therefore, the IT department can be involved in many simultaneously implemented internal projects aimed at automating various business processes or improving the systems created. At the same time, the total amount of work significantly exceeds the capabilities of available resources. Accordingly, dozens of projects can be in an unfinished state for years. “The essential difference between an internal IT department and an independent company implementing projects on the market is that the internal department does not evaluate its own profitability,” notes Dmitry Voloshchuk. - This is the situation in most IT departments of large companies. Of course, the manager would have to filter the proposals of internal customers, based on the resources at his disposal. But, as a rule, he himself is characterized by project thinking, and he formed a team of like-minded people. The circle closes.

In such a situation, we propose to change the value orientation - the main thing is not the number of implemented, but the number of successfully implemented projects. This automatically entails the creation of a filter of customer proposals - only those projects in which the functional units are really interested in are accepted for work. At the same time, obviously hopeless projects must be terminated so that resources are not wasted.”

Player Coach Syndrome

The problem of the "playing coach" is very typical for IT departments. IT staff are great professionals with a high level of knowledge and rich experience. They have gone from novice programmers and system administrators to high-level professionals, they know the subject area thoroughly and understand well what their subordinates at all levels are doing. However, their current work lies more in the field of management than in a specific subject area. The main function of these specialists is setting tasks and monitoring their implementation. But knowledge of the subject area and lack of managerial skills lead to the fact that they tend to analyze every problem that employees have too thoroughly or undertake to correct the shortcomings themselves. To any request for help or in the process of monitoring the execution of orders, they respond not as managers, but as engineers. “This is a very common problem in IT,” notes Dmitry Voloshchuk. - The unit works inefficiently, because employees of a higher official and qualification level spend their time and effort on solving the problems of their subordinates. They love their job very much and are unable to refuse interesting tasks in the subject area, because managerial tasks do not fascinate them so much. In such a situation, it is very important to build a system of priorities in the motivational scheme. If employees are motivated for a business result, they will solve the problem as a whole, without going into small details.”

Public over private

Dmitry Voloshchuk: “Motivation should be built in such a way that people see clear guidelines.” Another common mistake in creating a motivation system is when the system motivates people only for individual work and all indicators reflect the personal effectiveness of each employee. In such a situation, employees lack a sense of team, collective mutual assistance and support for comfortable work. In addition, in a team where everyone feels like a "star", there is no team effect. Having messed up, people unconsciously tend to lobby for the priorities of their site, which slows down the common cause. There is not enough synergy effect from the work of the team.

“It is necessary to create indicators of the unit's collective work,” advises Dmitry Voloshchuk, “and back up the achievement of these indicators with a bonus system. Prizes in this case will be split: part is issued on the basis of general indicators, and part - on the basis of individual ones. There is nothing revolutionary in this method of motivation - this is how, for example, the bonus system was organized at industrial enterprises back in Soviet times. But it almost never occurs to CIOs to apply this experience to the work of their subordinate department. Perhaps, at first glance, the idea of ​​comparing the labor of a person who produces material values ​​with the labor of a person who creates intellectual values ​​seems absurd. But if you take a closer look, there is much in common in the process of organizing their work and goals. It is only necessary to build a motivation system in strict accordance with the expectations of employees.”

CIO note

Like any field of activity, the field of information technology goes through various stages of the life cycle. First, creators come to a new area, but over time, technologies are developed and a wide layer of artisans appears. A clear procedure appears, a set of algorithms and templates designed to solve problems. This is necessary and inevitable. Since the IT industry is quite young, creativity in it has turned into a craft relatively recently. Therefore, today the situation is typical when an IT specialist who has reached the highest professional level loses interest in the subject area, which no longer gives him the opportunity to solve problems of ever higher complexity. The sacramental question arises: what to do? “There are two ways out: either push professional priorities to the background and enjoy life, or look for new applications in professional activity,” says Dmitry Voloshchuk. - If the first option is unacceptable, then for the CIO the solution to the problem may be in changing the role, in entering the managerial activity. Moreover, the IT environment is arranged in such a way that a person can reach a very high career level while remaining an expert.

Today, companies have a serious need to improve the efficiency of IT services, to increase their manageability. IT services have big budgets, big prospects, big risks with illiterate management. The situation has come to a critical point when it is necessary to reach a qualitatively new level of IT service management. Companies have already begun to allow IT managers to take part in business management, in strategic planning. Accordingly, not just specialists will be in demand, but specialists with the makings and knowledge of a manager. Those who are able to combine both of these roles - an expert and a manager - are already becoming competitive and interesting to the market."

In modern management, new models of managing the activities of organizations have been formed, which are based on the presentation of the organization as a system. An organization as a system is a structure whose elements (subsystems) are interconnected and interact both with each other and with the external environment of the organization. The internal structure of the organization reflects the goals and values ​​of the people working in it and ensures the continuity of the processes taking place in the organization. The "external environment" of the organization is not a sphere of direct influence on the part of management, but its influence can change the behavior of the organization.

The modern approach to managing the activities of an organization is based on considering both the internal processes occurring in the organization and on identifying and describing its inextricable links with the outside world. All problems of managing an organization are considered through the prism of management processes, that is, through interconnected management actions aimed at making decisions to achieve the goals of the organization.

Organizations strive to achieve their goals. To do this, they constantly need to be on the move. Movement in business is the road to success. One movement is not enough, the right direction is needed. If an organization moves in the right direction, it improves. You can improve the products or services of the organization, the delivery of these products or services to customers, or the process of their creation.

The performance of an organization shows the change between two states of the organization over time. Thus, quality is seen as the degree of compliance and improvement at all stages of the functioning of the organization.

Performance improvement goals and objectives are based on customer satisfaction assessments (received through feedback) and the performance of the organization itself.

The improvement of the organization's activities should be accompanied by the participation of management in this process, as well as the provision of all the resources necessary to achieve the goals.

In order to “launch” the mechanism for improving the organization’s activities in practice, it is necessary to take the following actions:

Setting as the goal of each employee of the organization the continuous improvement of products, processes and systems;

Using periodic evaluation instead of established quality criteria to identify areas for improvement;

Continuous improvement of productivity and efficiency of all processes;

Promoting preventive action;

Providing all employees of the organization with appropriate training, methods and tools for continuous improvement (for example, those described in this chapter);

Creation of a system of measures to establish, track and stimulate improvements.

Improving the quality or increasing the productivity of their work is a natural need for almost any employee, associated both with the accumulation of production experience and with an increase in the level of knowledge in their field of activity. In many cases, the improvement in activity is caused by bringing the body into a less stressed state with less energy expenditure.

At the same time, systemic, and most importantly, continuous improvement of the quality of the process, in which not one employee, but the whole team is involved, requires organizational and methodological impact, which is aimed not only at improving the state of the workers’ body, but also at meeting the requirements of the consumer. TQM practice has shown that continuous quality improvement over many years can lead to outstanding results.

The following areas or areas of improvement are identified that will help meet customer needs:

Product design processes;

Manufacturing processes;

Quality management processes;

Business processes of the enterprise;

Environment.

The improvement of product design processes is achieved through continuous quality innovation through careful study and anticipation of the future needs of existing and potential customers. Product improvement is more about creating new needs than simply improving existing and familiar characteristics and properties for the consumer.

The improvement of production processes is achieved through:

Technology changes (technical innovations);

Timely repair or replacement of equipment;

Changes in management methods (for example, the introduction of statistical methods of process control);

Improving working methods;

Improving technological discipline;

Reengineering;

Production infrastructure improvements.

The main goal of process improvement is to reduce the variability (variability) of quality characteristics and to eliminate or reduce the degree of influence of the causes that generate variability. The decrease in defectiveness is the result of a decrease in variability.

In almost every enterprise, the following problems require improvement:

Reduced defectiveness;

Raising the qualifications of employees;

Improving process control methods;

Process management improvement;

Introduction of new motivation incentives for the quality of work;

Changing the structure of processes;

Improving the performance of processes;

Improvement of metrological quality assurance.

The advantage of working in a team is that by solving these problems collectively, you can find a number of important issues that at first glance are in the "shadow".

After analyzing the activities of OJSC "Nizhnekamsk Khlebokombinat" and having studied all its weaknesses, the following directions can be proposed to improve the quality of some indicators:

Reduction of personal staff. The study revealed that 86 people at the enterprise do not work efficiently, and therefore labor productivity decreases, and personnel costs increase. If, for example, the average salary of one employee is 12,000 rubles, then it turns out that 12,000*86=1,032,000 rubles. is spent by the enterprise on inefficient employees who only bring losses to the enterprise;

Reduce the consumption of materials, it is necessary to avoid overspending of raw materials, including household equipment. According to experts, the company loses about 2% of production costs due to overspending of working capital.

That is, for example, in 2012 the cost of production amounted to 378842 thousand rubles, but it could have been 378842 - 1032 - (378842 * 0.2) = 370233 thousand rubles;

Increasing revenue by raising prices and introducing new types of products into production. If we increase prices by an average of 7%, then for example, in 2012, the proceeds from the sale of goods would amount to 453368 * 1.07 = 485104 thousand rubles, and gross profit = 485104 - 370233 = 114879 thousand rubles.

Thus, as a result of carrying out the activities proposed by us, the organization can receive additional gross profit in the amount of? = 114879 - 74526 = 40345 thousand rubles.

These activities ultimately lead to an improvement in the forecast data, which were carried out both for gross profit and for labor productivity by extrapolation.

It should also be noted that the pessimistic results of forecasting should become a tool for making managerial decisions in the direction of creating the necessary conditions for improving the forecast data of the main indicators of the quality of the enterprise.

Also, in order to improve the overall efficiency of the enterprise, which implies the efficiency of financial activity, OAO Nizhnekamsk Khlebokombinat is recommended to:

Establish feedback with external consumers (buyers), as well as with internal consumers (staff), increase their labor motivation and improve moral stimulation;

Accelerate the implementation of ISO 22000 - 2007. This standard is a higher level standard. It allows to increase the competitiveness of domestic products after Russia's accession to the World Trade Organization (WTO);

Systematically conduct internal audit, systematically checking all departments of the enterprise;

Document all production processes that can significantly affect the quality of the finished product.

And finally, since food quality management at the JSC "Nizhnekamsk Khlebokombinat" enterprise is carried out on the basis of the HACCP system, and the HACCP system - as a set of organizational structure, documents, production processes and resources necessary for the implementation of HACCP provides control at all stages of food production, at any point in the process of production, storage and sale of products where dangerous situations may arise and is mainly used by enterprises producing food products. Therefore, in order to effectively implement the HACCP system, manufacturers, including OAO Nizhnekamsky Khlebkombinat, are required not only to research their own product and production methods, but also to apply this system and its requirements to suppliers of raw materials, auxiliary materials, as well as to the wholesale and retail trade system.

Everyone knows that the successful operation and financial well-being of an enterprise often depends on the performance of its employees. Sooner or later, every leader thinks about raising it, and for this you can use any of the effective methods, after choosing the most convenient one for yourself.

Before you use the main methods to improve efficiency, you need to answer a few questions:

• Is it possible to increase labor productivity with the same staff, i.e. without extension?
• Will the company operate at a loss if the staff is increased?
• Is the staff working at full capacity, or is it working at half strength?
• Is there a motivation for higher performance among employees?

Even if the answer to most questions is yes, it is always necessary to move only forward: increase turnover, reduce cash costs, expand the client base, attract investors, etc. All this is possible only with the maximum impact of the staff in their work, and if it is not there, you should pay attention to the most relevant methods for achieving the goals.

Improving labor efficiency: basic methods

Before using any of the methods, it is necessary to determine the scale of the problem: is one employee not giving all the best, or is the whole staff? If certain duties are assigned to one employee and he performs them in a highly professional manner with impressive results, but at the same time, an expansion of his duties is required for the best results, it will be necessary to attract other personnel.

The distribution of duties, as well as the calculation (expansion) of resources, are handled by managers. If a situation arises where the distribution of responsibilities between subordinates is required to increase efficiency, the following rules should be followed:

• Competent and adequate requirements for each employee. It is impossible to add new responsibilities if he was already extremely loaded before: this will lead to a decrease in his efficiency and deterioration in the results of his activities. It is best to properly distribute everything among several workers so that they work with full dedication;
• A responsibility. Each employee must know his area of ​​​​responsibility: this will reduce the number of his mistakes in work;
• Training in the correct distribution of working time. Before assigning a task to an employee, the manager must determine how much time it will take him to complete it. If the subordinate objects and says that he will not be in time, it is necessary to emphasize that he does not know how to plan his schedule;
• Substantiation of all claims against the employee. If the manager simply reprimands the employee, without giving any arguments, it will look just like nit-picking. It is always necessary to give reasons and explain what actions are expected from the subordinate and what he is wrong about;
• Determination of employee competence. It is important not only to correctly distribute the load among the staff, but also to determine which employee will be able to perform a specific task best. If the subordinate is loaded and obviously will not have time to complete the assignment on time, it is best to give it to another person;
• promotion. Such a measure is of a psychological nature, because if the leader not only punishes, but also encourages, it is easier for the employee to identify his strengths and weaknesses. During gratitude, emphasis should be placed on the personal qualities of the employee, thanks to which he was able to competently complete the task assigned to him.

The situation is much more complicated when labor efficiency is low not for one person, but for the whole team. Here the problem may lie in insufficient motivation or improper selection of personnel when hiring. In this case, it is necessary to study in detail several factors:

• The number and composition of the team;
• Labor relations between employees and the manager;
• Compliance with corporate regulations.

Theoretically, corporate standards exist in every company, but some prefer to approve them in writing. They describe in detail the social relations between all employees of the enterprise, from junior specialists to management.

Many people think that labor productivity can be increased by increasing the number of employees, but this is not at all the case. The optimal number of staff is from 7 to 11 people, while it is desirable that they be of different ages and psychotypes. In this case, due to different points of view in the department, disputes and even serious conflicts can often arise, but it is thanks to such situations that it will be possible to find the right solution to the problematic issue.

The best way to improve the efficiency of the entire team is to create favorable relationships within it, as well as competent motivation. In the latter case, employers can develop their own bonus systems, thanks to which each employee will be motivated to better perform work duties, which will ultimately lead to improved performance for all staff.

Working conditions are also of great importance: it is important that employees have all the equipment for better performance of labor tasks, as well as comfortable workplaces. If an employee feels discomfort or lack of resources, you should not expect high performance from him.

The main problems that a leader may face

To increase the efficiency and profitability of the enterprise, some employers prefer to create a huge staff of their deputies. Ultimately, this leads to the fact that there are 2-3 bosses per ordinary employee, and this only interferes with favorable work activities, because most of the time they will spend only discussing their actions.

Most often, a large composition of managers leads to a decrease in the performance of the entire team, because for the most part, due to the low workload, to create the appearance of work, deputies have to convene unnecessary meetings and constantly demand unnecessary reports and other documents from subordinates. When compiling them, ordinary workers spend time that they could use to solve other, more important tasks for the enterprise.

Another problem that is typical for most enterprises is the large number of ordinary personnel: drivers, secretaries, etc. Sometimes there is one secretary for each leader, which, of course, facilitates his work, and sometimes almost completely frees him from labor duties (theoretically). All employees need to be paid salaries, and not every one of them is profitable for the organization, so downsizing can improve the financial well-being of the company.

The third and most common mistake of leaders is the wrong organization of the work process. If employees drink coffee too often, go for smoke breaks or constantly talk, it interferes with the effective performance of the work duties of the entire team. To avoid such a problem, it is enough to give tasks to employees indicating specific deadlines and the type of incentive (bonus, time off, etc.), and then they simply will have neither the desire nor time to be distracted, because they will be well motivated.

Improving the efficiency of store employees: a sample program

At retail outlets, the results of the work of the staff directly affect profits, so the following methods can be used to increase efficiency:

• Preparation of job descriptions for all employees;
• Deprivation of bonuses and bonuses for violation of labor regulations;
• Carrying out certification of personnel;
• Analysis of the work of employees in order to identify the most active and best;
• Development of a bonus system;
• Creation of systems of material incentives for the most successful employees, when their salary, in addition to the salary, will depend on the number of sales and turnover in general;
• A fair deduction from the salary for absence from work without a good reason.

Abuse in some ways can lead to large-scale layoffs of employees of their own free will, so it is very important to be able not only to punish, but also to encourage staff, observing the measure in everything.

The prospect of growth is an incentive for every entrepreneur. One of the most important resources of any company on the way to development is its employees. The well-being of the company depends on the quality of their work. The dependence of the amount of work done on the time spent on its implementation is called labor productivity. Today we will get acquainted with the economic significance of labor productivity and ways to increase this indicator.

Definition

Labor productivity allows you to evaluate the effectiveness of the work of employees of the enterprise. The higher it is, the less management spends resources on the release of the final product. Consequently, high productivity also ensures high profitability. Labor efficiency is the achievement of good performance by the company's personnel at low cost. Productivity, in turn, includes efficiency in material production, the volume of goods produced for a certain period of time and the labor costs required to produce a unit of output. Before considering the indicators and ways to increase labor productivity, we will learn how it is classified.

Classification

Labor productivity is of the following types:

1. Actual.
2. Cash.
3. Potentially possible.

Actual, contrary to popular belief, do not call the performance that can be recorded in the company at the current time. In fact, it is performance in relation to the amount of goods / services that was produced / provided by the firm.

Cash productivity illustrates what can be achieved if existing costs and reasons for downtime are completely eliminated, without changing equipment and materials. In practice, the prospect of realizing such performance is extremely small. It is used as a kind of standard to which employees of the company should strive. The actual performance is compared with the actual performance in order to obtain its adequate assessment.

Potentially possible performance is similar to cash, but it implies a more global approach. This indicator illustrates how many products can be produced at a given level of development of civilization and in given natural conditions, if the effect of downtime and delays is reduced to zero.

Criteria for evaluation

In order to correctly determine the value of the effectiveness of the work of employees, it is necessary to know the most important criteria for its evaluation. There are seven of these:

1. Effectiveness. They illustrate how effectively a company can achieve its goals and what its production capabilities are.
2. Profitability. Expresses how justified and economically the company spends its resources.
3. Quality. The ratio between the expected and actual results of the company.
4. Profitability. The ratio of actual production costs to the profit actually received.
5. Actually performance. The ratio between the volume of labor costs and the volume of goods received or services rendered.
6. Quality of work life. An important criterion that unscrupulous employers neglect to increase production volumes. It shows how competently the process of work and rest of employees is organized. In heavy industries and in construction, ways to increase labor productivity associated with the quality of working life are especially relevant. In large enterprises, anonymous surveys are often used to assess this aspect, in which everyone can make comments and suggestions to management.
7. Innovation. Reflects the company's policy regarding the introduction of innovations in the organization of the production and labor process. It is important that when introducing innovations, statistics are kept that illustrate the difference in the amount of profit before and after innovation.

Direct factors

Considering the factors and ways to increase labor productivity, most experts agree that two main factors affect productivity:

1. Qualification. It is logical that the higher the professionalism of an employee, the more work he does per unit of time. Many companies prefer to "educate" the necessary personnel within the company, sacrificing productivity at first, but getting, as a result, an almost ideal employee. Such ways of increasing labor productivity are effective, but not always. As practice shows, the involvement of experienced professionals is more beneficial, especially if the area of ​​their activity involves the presence of any specific knowledge and skills. For example, when choosing a way to increase labor productivity at oil and gas enterprises, it would obviously be wrong to neglect qualified personnel.
2. Time management. No matter how competent and experienced a person is, his working day will be ineffective without the ability to allocate time. By setting tasks that need to be solved within a strictly defined period, the employer helps the unorganized employee to do his job more efficiently. Today, there are a number of methods that can significantly increase labor productivity through the competent distribution of working time.

Several more indirect factors follow from the time management factor: competent goal setting, clear priorities for achieving them, planning things with recalculation for a certain period, and finally, the right motivation.

It is worth dwelling on the last aspect in more detail. The fact is that in domestic business, employee motivation, as one of the main ways to increase labor productivity, is associated with a number of problems. Many managers prefer to motivate their workers by threatening them with losing their jobs. Since there is always a job for a good specialist in the modern job market, such methods of motivation are ineffective. Therefore, it is much more correct to use financial methods of motivation, paying bonuses to those who are responsible for their work.

As for penalties, they work much worse. However, this issue has another side. The fact is that financial motivation acts only on those employees who are interested in receiving increased pay. And then there are those workers who will not go beyond the minimum work plan for the sake of money. Such a contingent can be motivated by the prospect of dismissal. It turns out that the employer needs to learn to understand people, choosing ways to increase labor productivity. The course orientation (development vector) of the enterprise also plays an important role here.

Manifestations of labor productivity in practice

The reduction in labor costs required to produce a unit of output, with an overall increase in the volume of goods produced, indicates a saving in labor time. In this process, it is important to reduce labor costs to a minimum without compromising the quality of the product. In this regard, managers prefer to hire one highly qualified employee and assign him a high salary, rather than hiring ten inexperienced and low-paid employees who, even if combined, will bring less value. This and other elementary ways of increasing labor productivity are often overlooked.

The constant improvement of the quality of the product or service provided, with the same production volume, is a priority for all entrepreneurs. In this regard, it is advisable to introduce as many automated lines as possible into the production process and reduce the number of personnel who serve them.

Reducing work time is another positive result of increased productivity. It is achieved by compacting the production process and introducing innovative methods. These measures save employees time and allow them to focus on the work process. In parallel, a consistent increase in productivity can be achieved, which in other cases is a difficult task.

Indirect factors

There are two groups of factors that indirectly affect the productivity and quality of products or services provided: external and internal.

External factors include:

1. Natural. Unfavorable weather conditions (high/low temperatures, heavy rainfall, strong winds, etc.) can adversely affect productivity. This is especially important in determining ways to increase labor productivity in agriculture and other trades that involve abundant contact with nature. At the same time, many factors of this group even affect the workflow arranged indoors. For example, due to low air temperature, with insufficient heating of the room, workers will have to take additional steps to warm up, instead of performing their duties.
2. Political. Social stratification, when some people receive part of the income from the result of the work of others, leads to a decrease in the motivation of workers.
3. General economic. These include: the amount of taxes, the presence or absence of benefits and support from the state, and much more.

Internal factors include:

1. Implementation of new production or organizational technologies into the company's activities.
2. Timely correction of the company structure and optimization of internal processes.
3. Improvement of managerial functions.
4. Competent work motivation.

Methods for assessing labor productivity

Before thinking about ways to increase productivity in an enterprise, an entrepreneur must correctly assess the current state of affairs. For this, there are two main indicators: the complexity of the workflow and the volume of production. They are in inverse proportion to each other. Production can be called the ratio between costs and the volume of the product received.

Indicators of the volume of goods can be:

1. The value of a product produced or shipped.
2. Gross goods and other similar indicators. The volumes that were produced during the reporting period at related enterprises can also be taken into account.
3. Indicators obtained without taking into account the spent energy, raw materials and the depreciation cost of equipment.

Costs can be understood as both labor costs and total costs. However, the greatest indicator in this regard is labor intensity. As labor productivity increases, labor intensity decreases. And vice versa - the higher the labor intensity, the less products will be produced, in the long run. Therefore, it is always worth striving to reduce it.

Mechanization

Analyzing the reserves and ways to increase labor productivity, it is worth paying attention to mechanization. Many managers have formed the wrong opinion that the negative consequences of the high labor intensity of production can be leveled by compacting working hours without investing in mechanization and improvement of technological equipment. Confessing such a fit, you can achieve only one thing - high staff turnover. People simply will not withstand the difficult working conditions and will go to the employer, who develops his production and takes care of his subordinates.

Mechanization ways to increase labor productivity have a number of important advantages:

1. The ability to observe and analyze a clear relationship between labor costs and production volume over a specific period of time.
2. The possibility of leveling the influence of external factors (climate, work regime, etc.) on work efficiency.
3. The ability to accurately compare performance across departments and lines across a plant.
4. Opportunity to clearly assess promising areas for further development of production.

Getting acquainted with such a concept as labor productivity, we briefly touched on ways to increase it. Now let's dwell on them in more detail.

Depending on the size and specialization of the company, the management chooses one or another direction of development. Therefore, in the household, the ways to increase labor productivity are one, and in large corporations, they are completely different. In economics, the following methods are distinguished:

1. Strengthening the technical and material base. In order for employees to work conscientiously, they should be provided with everything necessary. For example, if a worker's machine breaks down every half an hour, even with a strong desire, he will not be able to produce many parts per shift.
2. Using modern management tools and increasing the responsibility of middle managers. Often the award for the success of production is received by office employees who have nothing to do with this very success. At the same time, if they accept failed innovations, they by all means avoid responsibility, shifting it to the wards. This leads to a significant decrease in the motivation of employees, on whose activities, in fact, the entire enterprise rests. And this is just one example of poor management.
3. Regular performance analysis with graphic stands. A performance management visualization stand can be a great way to improve performance. On it, in the form of graphs, you can depict the efficiency of work at each site of the enterprise and the revealed violations. It is important that correlations are identified at the stand that affect the increase in productivity of each shift. Graphs showing labor costs and consumed resources will also not be superfluous. This approach allows solving a number of problems and identifying backup ways to increase labor productivity in the enterprise. In addition, graphic stands may contain information about the most distinguished employees. This simple psychological method will increase the motivation of staff and force them, if not to exceed the plan, then at least to keep up with colleagues. Of course, such ways of increasing labor productivity in the household are ineffective. They are used in more or less large organizations.
4. Introduction of job description for each employee. Thanks to this document, each employee will clearly know their duties. In addition, a competent job description will make it possible to protect the employee in case the immediate superiors try to shift responsibility for their mistakes onto him.
5. Improvement of working and rest conditions. In order for people to want to work with high efficiency and ensure rapid growth for their company, it is necessary to take care of comfortable working and rest conditions. All employees of the enterprise must see that they are valued.
6. Motivation. Each of the employees should know that productive and initiative work will bring him additional income. It was him, and not a dozen of his leaders.
7. Direct participation of the employee in the elimination of existing problems. Ordinary workers know production and its weaknesses much better than managers. Therefore, they are worth listening to.
8. Evaluation and approval of all indicators of labor efficiency. Each of the employees should be informed about the current state of affairs in the company and ways to improve it. Dry numbers of reports gathering dust on the shelves do not improve productivity.

The described factors and ways to increase labor productivity are quite simple, but for some reason company managers often forget about them. Neglect of these methods leads to a decrease in profits and the loss of valuable personnel. When choosing which ways to increase labor productivity to apply, an entrepreneur must take into account the individual characteristics of his type of business.

Non-standard methods

In addition to the obvious ways to increase productivity in the organization, there are purely psychological methods that, despite their apparent simplicity, have a strong impact on the success of the enterprise. Here are the main ones:

1. Money. American scientists conducted an experiment in which 500 thousand people took part. As a result, it has been proven that labor productivity increases several times when employees think about money or see it in front of them. In addition, contact with money helps to improve the relationship of employees with each other and with others.
2. Using messengers. American scientists have found that the use of instant messengers for business purposes does not “steal” time, but, on the contrary, improves labor productivity. The fact is that, according to research, solving problems using instant messengers is easier and faster than by phone or through personal messages. Of course, we are talking about cases where personal contact of employees is not possible.
3. Wall painting. Scientists from Japan believe that the color of the walls has a direct impact on productivity. So, in rooms with yellow walls, people work more efficiently. Black color makes employees perform their duties with great perseverance. Red walls make people feel empowered, but make them more aggressive. Blue (can cause depressive states) and gray (causes drowsiness) colors have a negative impact on productivity.
4. Office romances. Italian scientists, in one of the articles on ways to increase labor productivity, say that a romance at work is a kind of shake-up for the body, tones it and, as a result, has a positive effect on labor productivity.
5. Humor. American scientists are sure that humor in the workplace is the key to a favorable emotional background, in which a person becomes more communicative and begins to work more efficiently.
6. Large monitors. Researchers from France have proven that the use of 30-inch displays, instead of the usual 17- or 19-inch ones, can increase labor productivity by 50-65%. The reason for this is simple - the large screen makes it possible to work with several windows at once. When using small screens, a lot of time is spent switching windows and scrolling them. However, other scientists believe that the use of large displays does not increase productivity as much as the use of several displays at once (5% versus 30%). One way or another, an increase in the area of ​​\u200b\u200bthe "desktop" has a positive effect on productivity.
7. Profanity. A professor at a reputable English university is confident that a ban on the use of profanity by workers can lead to a decrease in their motivation and productivity. The use of a mat makes it easier for the team to endure stressful situations and enhances solidarity between employees.
8. Disputes. American scientists have found that in the process of arguing and discussing new ideas between colleagues, the right decisions arise.
9. Happiness. According to a study by US economists, happy employees work 10-15% better than those who feel unhappy or lack harmony in their lives.

As you can see, a lot depends both on the employers themselves and on working conditions.

Crisis events in the economy give impetus to increase the efficiency and return of the business to improve the efficiency of the enterprise. To date, the players on the market have not diminished, but the money has decreased. At the same time, competition is also getting tougher, which means that the victory will go to those who manage their enterprise or organization more efficiently. The following will outline how to improve work efficiency in six ways.

We select a team

For high efficiency, a company needs a well-coordinated group of people. A close-knit team will be much better at meeting company goals and performance criteria. Strengthening the staff will help improve skills, positive motivation of employees, the possibility of interchangeability of employees and the presence of a certain personnel reserve.

We improve and modernize

This method is quite common, it involves upgrading both the software (hereinafter referred to as the software) and updating the equipment, which will provide greater performance. It is also common to install special corporate software, which makes it possible to make a closer connection between the staff and automate some of the enterprise processes. The introduction of automation has shown quite a good increase in the efficiency of the organization or enterprise.

As for updating equipment, it must be carried out constantly. Just remember that this is a rather costly process and therefore requires high cash injections, and it will take several years to pay off. In such a delicate matter, you need to carefully calculate everything.

We reduce costs

Evaluation of the efficiency of the enterprise is given on the basis of its increased profits. There are a myriad of ways to increase this valuation, ranging from buying at low prices to downsizing the organization's staff. But let's not forget that we opened our business to earn money, and not to search for cheap materials, job cuts will help only for a short time, in the long term, with this approach, the enterprise will disappear. Costs, of course, must be controlled, but this way of raising the efficiency of the enterprise is rather slow, and if we take into account the current state of affairs, it is completely dangerous.

Correcting the management system

This method does not imply the development of a completely own system based on one's own experience, but the improvement of an already created system at other enterprises. At the moment, there are six most popular systems, these are: Lean Manufacturing, TPS, Quality Management System (QMS), 6 Sigma and Theory of Constraints of Systems.

Adjustment of the management system is characterized by high complexity of implementation, and, at the same time, increased performance indicators of your enterprise. The professionalism of the head of an organization or enterprise is determined, first of all, by the ability to be skeptical and evaluate their own business management system.

With the change of the owner of the enterprise or the replacement of the top management team, the system usually changes. The new leader replaces managers because he does not expect them to change his enterprise management system and it is easier for him to hire new people who are not related to the previous owner. The opposite cases are also known, when frequent replacements of personnel do not increase efficiency.

We move the gyrus

In another way, it can also be called "Do at least something." In the methods indicated above, this one, in one form or another, is used. This method works like this: the owner gathers his deputies and does not let them go until they "think up" how to improve the efficiency of the company. Most often, after such a "brainstorming" the organizational structure of the enterprise changes: shuffling department heads, merging or vice versa, dismembering services and other similar events that are designed to increase the speed of decision-making. The result is the methods outlined above - purchasing at low prices, laying off employees, modernizing and changing the management system, which, by the way, can save your company from closing.

Using the Theory of Constraints

The theory is to find the element that limits your enterprise. If you have realized the main problem of your organization, for example, software with a minimum of functions, then you need to purchase and install new, more functional software with retraining of personnel who will use it. This is a simple example. More often than not, when brainstorming, the real problems of inefficiency are simply not visible under the rubbish of other, less important ones. The best solutions for finding the main problem of the company are TOC tools: the logical tree of the current reality or "Thundercloud".

Conclusion

In today's environment, a lot of efforts are spent by the state on the development and maintenance of entrepreneurship. But leaders of organizations and enterprises should also worry about improving the efficiency of their business. I hope this article has helped in the decision to increase the efficiency of your enterprise.